Rebuilding after the Merger: Dealing with “survivor sickness”

Marks, Mitchell Lee; Mirvis, Philip H.

doi:10.1016/0090-2616(92)90061-q

Cited by 105 publications

(94 citation statements)

References 5 publications

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“…This is because employees' perception of unfairness in the merger process could negatively affect their satisfaction, commitment, trust, and consequently, their intention to stay in the new organization that emerges (Dailey & Kirk, 1992;McFarlin & Sweeney, 1992). However, this anxiety-induced employees' stress may be substantially reduced when important decisions are made and announced by their management regarding which of the firm's departments or units are likely to be affected by the merger, and the employees who might be retrenched (Garpin & Herndon, 2000;Marks & Mirvis, 1992). Stress and conflict could emerge from a merger as a result of formal organizational entities no longer existing, and employees feeling stronger senses of loss, grief, and even anger about losing their old identities and values (Ivancevich, Schweiger, & Power, 1987;Sutton, 1987).…”

Section: Literature Reviewmentioning

confidence: 99%

“…As a consequence, the level of employee anxiety may reach the highest level once a merger becomes a reality (Buono & Bowditch, 1989). Marks and Mirvis (1992) explained that such increased anxiety is likely to push employees to be preoccupied with the repercussions of the merger on their jobs, livelihoods, and careers. This is because employees' perception of unfairness in the merger process could negatively affect their satisfaction, commitment, trust, and consequently, their intention to stay in the new organization that emerges (Dailey & Kirk, 1992;McFarlin & Sweeney, 1992).…”

Section: Literature Reviewmentioning

confidence: 99%

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How is the Firm Dealing with the Merger? A Study of Employee Satisfaction with the Change Process

Sanda

Adjei-Benin

2011

JMS

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The purpose of this study was to understand the degree to which employees' satisfaction with merger-induced organizational changes impact on their productivity and the merged-firm performance. This is because, the introduction of market-driven business reforms in many developing economies has seen the emergence of growth-drivers that includes the search for new markets, increasing competition in local markets, new investors' interest in emerging markets, and hence the desire for firms to merge. The results showed that human resource issues are important aspects of mergers which, if it is not well handled, may impact negatively on employee satisfaction with consequent repercussions on productivity and the success of the merger. It is concluded that employee satisfaction to a merger-induced organizational changes could be enhanced by instituting effective two way communication system and using participatory approaches in job redesign processes. By implication, merger-induced change has human factor challenges that merging firms need to understand.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

How is the Firm Dealing with the Merger? A Study of Employee Satisfaction with the Change Process

Sanda

Adjei-Benin

2011

JMS

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“…According to Marks and Mirvis (1992), leadership acceptance is an important organisational outcome because subordinates, who are more satisfied with the organisational change strategy (like new management styles), are likely to adjust more quickly to the new culture and strategies that the new leaders are trying to implement. In addition, they argue that resistance to the new leaders is an underlying cause of unproductive behaviours that range from reduced productivity to sabotage.…”

Section: Leadership Acceptancementioning

confidence: 99%

Transformational leadership in the South African public service after the April 2009 national elections

Mokgolo

Modiba

2012

SA j. hum. resour. manag.

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Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction.Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives.Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS).Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction.Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment.Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.How to cite this article: Mokgolo, M.M., Mokgolo, P., & Modiba, M. (2012). Transformational leadership in the South African public service after the April 2009 national elections. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 10(1), Art. #334, 9 pages. http://dx.doi.org/10.4102/sajhrm.v10i1.334

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“…Studies examining the issue of equality in M&As, however, have concluded that in the end, and in particular, during postmerger integration, the principle of equality is not sustainable (Hambrick & Cannella, 1993;Meyer & Altenborg, 2007). Thus, the rule of distributive justice, which implies a fair outcome for all (Leventhal, 1976), is difficult to create and maintain in M&As because of the inherent differences associated in both the initial conditions of the merger and the dynamics of postmerger integration (Marks & Mirvis, 1992).…”

Section: Contexts Of Equality: Cultural Differences In Mergers Of Equalsmentioning

confidence: 99%

Cultural clashes in a “merger of equals”: The case of high‐tech start‐ups

Drori

Wrzesniewski

Ellis

2011

Human Resource Management

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Rebuilding after the Merger: Dealing with “survivor sickness”

Cited by 105 publications

References 5 publications

How is the Firm Dealing with the Merger? A Study of Employee Satisfaction with the Change Process

How is the Firm Dealing with the Merger? A Study of Employee Satisfaction with the Change Process

Transformational leadership in the South African public service after the April 2009 national elections

Cultural clashes in a “merger of equals”: The case of high‐tech start‐ups

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